The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: “People” (how do you interact with the people around you, and yourself); the “Practice” of our work (needed for Projects, Programmes and Portfolios); the “Perspective” of the intiatives you’re running (the context within which the initiative is run and the link to what needs to be achieved).

What defines whether a project or programme is “good” or “bad”? When we’re striving for excellence in the execution of our projects and programmes, what do we mean? IPMA has given its extended definition in the PEB, the Project Excellence Baseline. This model is based on the well-known EFQM model, but is adapted to the field of project- and programme management and after over 10 years of use has been adapted to the model we’re using now.

Project, programme and portfolio management is a key competence for many organisations. In order to acknowledge and improve this competence, you want to know where you stand, and what the opportunities are. What is your organisation’s competence class? Getting to the highest level should not be the goal for organisation but getting to the right level is! What is the right level for your organisation? In the IPMA Organisational Competence Baseline®, or IPMA OCB®, we describe the competences. Now you can assess the organisational competence of your organisation.

Good Project Managers do not necessarily make good Project Management Trainers, Coaches or Consultants. They are not only competent in their own domain, they need additional competences. Therefore, IPMA has developed a standard for Coaches, Consultants and Trainers, called the IPMA ICB4CCT®. This standard will be available in 2018. The internal structure of the ICB4CCT® is the same as the structure of the ICB4®. In addition to the competence elements from IPMA ICB4®, for the domains of consultancy, coaching and training IPMA ICB4CCT® defines additional elements in the competence areas Perspective, People and Practice. Some elements are common for all three domains, some are specific per domain.

The Agile Leader is more of a phenomenon than a role. As a responsible decision-maker, how do you know that you are working with a good Agile Leader? How does someone demonstrate good leadership? Learn about the agile competences in our IPMA reference Guide ICB4® in an Agile World

The IPMA Research Evaluation Baseline® helps the various users in the field of Project, Portfolio and Program Management to guide the possibilities and results in research and is a systematic and transparent basis for the IPMA Research Awards, Best Paper Prizes and the IPMA Research conferences. The main purpose of the IPMA Research Evaluation Model (REM) is to guide different user groups to evaluate the capability and achievements of their research conducted in the domain of PPP management. The IPMA REB® can be used by these organizations and/or individuals for developing their internal research evaluation system, such as research funding agencies, research performing organizations, research customers, researchers (scientists), research evaluators, research managers, students/supervisors, and so on.